Empirical Study: Moroccan Information systems specificities for better IT Governance

International Journal of Advanced Engineering, Management and Science (IJAEMS) [Vol-2, Issue-5, May- 2016]
Infogain Publication (Infogainpublication.com) ISSN: 2454-1311
www.ijaems.com Page | 391
Empirical Study: Moroccan Information systems
specificities for better IT Governance
M.Chergui1
, H.Nahla2
, A. Chakir3
, S.Elhassnaoui4
, Y.Sekhara5
, H.Medromi6
1, 3,4,5,6
ENSEM, Hassan II University, LISER-EAS Casablanca, Morocco
2
Research Team "Systems Architecture" (EAS), Professor of Management – Marketing – Communication at ENSEM,
Hassan II University of Casablanca, Morocco
Abstract— The spread of information systems (IS) use has
become an essential criterion for judging today's overall
development level of a country and its attractiveness for
capital and investment. Many international rankings
evaluate the performance of different countries at this level.
And Morocco occupies a disappointing position compared
to its potential. Paradoxically, Morocco is lagging behind,
although in the telecom sector, it is ahead of many
developing countries, Thus, in 2015, the index NRI
(Networked Readiness Index), measuring the preparation of
an economy to make effective use of new information
technologies (IT) published by the World Economic Forum,
ranks Morocco in the 87th place. Indeed, with the
exception of large companies that have implemented a set
of tools to automate the process, a large number of SMEs
and SMIs are very late as far as IT use is concerned. It
means that IS in Morocco is still unable to achieve business
perspectives for benefits and processes optimization. The
aim of this article is to understand the particularities of
Moroccan IS to understand the week points to correct in
order to govern well enterprise Information technologies.
Keywords— Information system, Information and
communication technologies, IT Governance, Empirical
study of Moroccan IS efficiency.
I. INTRODUCTION
The era of globalization demonstrates phenomenal use of
hardware, software and services based on IT, electronics,
telecommunications (including networks), multimedia and
broadcasting of all kinds. These technologies, when
combined and interconnected, used to search, store,
process and transmit information in the form of various
types of data (text, audio, still images, moving images,
etc.), and allow interactivity between people, and between
people and machines. The large use Information and
Communication Technologies by companies has a
significant impact on their activities. These companies
exploit these technologies to take advantage of information
in order to create value for their customers and to ensure
profitable operations. The adoption of these technologies in
the enterprise, induce continually fundamental changes in
business functions. The Moroccan enterprises are not the
exception to these changes. In fact, Morocco, as a
developing country with its history and its strategic location
is opened to Europe portal for many years. Its external
relations certainly allowed him to be aware of technological
changes and evolutions, and to follow them wherever
possible as well. Over the years, the ICT sector has evolved
along the lines of political will. In 1956, the Ministry of
Posts and Telecommunications has been created. In 1984,
The National Office of Post and Telecommunications
started its activities namely the establishment of an
expansion and modernization of telecom networks. In 1995:
it was the first introduction of internet for private use; Two
years later, Morocco embarked on a restructuring of the
sector through the adoption of Law 24-96, which helped
launch the first stage of liberalization of the
telecommunications sector. In 1998 public and private
monitoring committee of Information Technology (STIC)
has been created, composed of representatives of public and
private spheres to make strategies and basis for
technologies of information in Morocco. Since the year
2000, the evolution of ICT field was accelerated, many
national projects were launched about [1]:
• Development of e-government
• Granting satellite licenses
• Audiovisual liberalization
• Development and launch of the National Cyber-
strategy e-Morocco 2010 [2]
• high speed internet etc.
Now, Morocco has matured to develop studies and
Congresses for changes in usage trends in information and
communication systems to:
• Develop an inventory of integration of information
systems in the Moroccan enterprises;
• Identify challenges and priorities of the Directors of
Information Systems;
• Measure the match between the needs of businesses in
information systems and solutions on the market.
In this perspective, we conducted an empirical study on
perception of Moroccan information systems uses for
enterprise decision making by 51 Moroccan managers of
high level in different organizations. Analysis of the results
allowed us to propose convenient IT Governance system for
Moroccan specificities.

The article is organized as following; the second section
will be about information systems history and evolution, the
third section will present the empirical study, section 4 will
expose the IT governance model proposed to well manage
the IS according to the Moroccan context.
II. INFORMATION SYSTEMS
A. State of art
We can define an information system or S.I in various
ways:
This is an organized set of elements used to group, classify,
process and disseminate information on a given
phenomenon [3] Another way to collect an SI is described
as the an organized grouping of resources (staff, materials
data software procedures ...) to collect, store, organize,
process, transport and distribute information as text images,
sounds or data encoded in an organization [4]
An I.S is also a set of elements in dynamic interaction
organized around a goal. [5] According to this definition, an
Information System is a set of elements in dynamic
interaction organized around the goal of managing and
processing a set of data on the structure in which it is
immersed. In short, there are several definitions of the
concept that would be found in the literature; however all
intersect to describe the same concept. To better understand
the concept of I.S in a company, it should better to be a step
back, in order to grasp the origins.
In fact, IT is a relatively young science compared to other
areas of investigation. it returned that history on I.S which
are a consequence of computerization of companies would
be relatively easy to browse [6]
Long before the 70s, computers were already used in
enterprises; although sometimes having impressive physical
proportions in comparison with nowadays microcomputers.
[7] The need to computerize businesses is partly due to the
need to automate tasks, increase productivity, speed,
efficiency and effectiveness in the implementation and
especially a good coordination of the various components
of 'business. Computers were not very advanced (compared
to those of today), he remained disadvantages:
• The automation was done task by task.
• Lack of interactivity between applications.
• High cost of machinery.
• Poor machine performance and its impact on
developed applications.
• The lack of application maintenance methodology
It was the air of mainframe machines were computers and
data were centralized, systems deal with few business
functions .Main focus was to automate processes by
COBOL. In the 80s, PCs and LANs appeared and desktop
tasks made department less linked to IT by the use of word
spreadsheets. Since 1990 [8], central control and corporate
learning has been a priority for managers with the
appearance of Wide Area Networks and relational
databases, no more interest was given to standalone
systems. As for the 2000s, Internet enable global enterprises
and business partners industries looks for data sharing
across efficient systems. The I.S is at the heart of value
creation in companies. This is a complex, heterogeneous
because often consists of elements that are juxtaposed over
time at the discretion of the strategic choices of
technological developments of IT systems in place, the
development of the organization itself, etc. The need for
integration of its various components is currently strongly
felt by all organizations. Meanwhile, effectiveness and
efficiency improvement is the ongoing concern of business
leaders. In a globalizing economy, where competition is
increasing, where organizations seek to offer more services
to customers, information is increasingly a key strategic
variable. It is necessary for decision making. But if the
information
raises awareness and reduces uncertainty, the information
system, with all its components and in conjunction with
other operational resources, enabling the company to meet
the needs of different markets, providing in everywhere
customized goods and services to a demanding clientele in
timely and satisfactory costs. Thus, information is needed
within organizations, to act, learn, understand, control and
decide
B. Information system and decision making
For the purposes of its business, to inform decisions and to
ensure its internal functioning, the company must maintain
a certain amount of information.
Grouped in the form of a database, it will be used and
selectively processed to fulfill legal requirements eg:
general accounting) or management (eg inventory
management) and decision making (with charts of decision
support). The importance of this concept of information
system leads us to question first on its mandatory nature as
part of this environmental complexity and its importance in
the strategic decision making process to eventually develop
its role in the mastery of the strategic decision making
process appropriate to the complexity.
By studying the information paradox in the company, [9]
the information is perceived as a foundation of the
decisions .It is thus considered as a strategic vehicle for
more importance, that role appears both inside that outside
of the company. Inside the company, the information is
intended to influence the behavior of members of the
company so that they act in accordance with the designated
objectives, "so she can increase the synergy of efforts but
also destroy the overall result of the efforts."
Outside, the information is intended to influence the
behavior of actors in a direction favorable to the company:
current and potential customers, providers, authorities...
Starting from the fact that the information is a strategic
resource and competitive weapon, we note the importance
of its role in managing the company / environment

relationship. This role tends to increase with the complexity
and mobility environments.
After taking account of the specificities of the environment,
the adaptation, survival and evolution of the company, as
being a complex system open to many changing
environments, require it to be able to perceive the
significant information on its external and internal
environments, decoding complexity, interpret and anticipate
their behavior, act on them to increase their knowledge,
possibilities of control and getting answers [10]. Through
the study spans of the information system, [11] it is noted
that there is a positive role of this system in creating and
increasing internal and external transparency to the
company.
Considering transparency as a result of communication
behaviors, they show following a review of the literature,
the information system allows information sharing between
individuals and organizations. As for the technology it is
created to maintain this just in time in a dynamic way .In
this context, the information system is supposed
transparency carrier allowing first to facilitate and
accelerate decision making and secondly, to communicate
between the actors of the business information system.
III. IT GOVERNANCE
IS governance or IT Governance is defined as the
organizational capacity exercised by the executive
management and IT management to control the formulation
and implementation of the IT strategy in line with the
activities of the company [12].
The IT Governance is a sub discipline of Corporate
Governance focused on information technology and
communication. This discipline, in line with company
objectives, focuses on managing risk, optimizing
investments and resources to create value and performance
of information technology.
One of the most relevant points of the Governance is to
align business goals and IS, it is indeed the right balance
between governance and management of information
technology in the company.
The IT Governance enables direct and control the business
processes within the company and this via:
-The Strategic direction of the management process,
-Business processes use to provide requested services,
-The Control the smooth running of the process, their
improvements and defining new directions.
In the next section we will propose an empirical study on
perception of Moroccan Information systems specificities
as far as business decision making is concerned
IV. EMERICAL STUDY OF MOROCAN IS
EFFICENCY FOR DECISION MAKING
A. Scope of the study
The information system is nowadays very important for
enterprises competitiveness and evolution. Here we target
the Moroccan market, and we studied through a
questionnaire about communication and information
systems installed in 51 Moroccan companies from different
business sectors, the criteria of good IT governance process
to implement through the understanding of the Morocco IS
specificities for strategic decision making.
B. Study hypothesis an methodology
Managers do not have the same approach to govern the
information system, and have different criteria to design it.
Today, the tendency is an IS to take efficient decision. This
verdict affects the choice of the structure of this function
within their organization. To validate this hypothesis, we
conducted a perception study of IS by Moroccan managers.
We realized during the month of March 2016, a study on
Information System in Moroccan Organizations.
Organizations of study are 51 valid cases. The study was
constructed using analysis method. Were taken into account
many criteria
The primary data was collected through a standardized
questionnaire.
C. Study Analysis
The 51 Enterprises have different activities as shown
below:
Fig.1: Enterprises Activity domain
17,0%
1,9%
3,8%
7,5%
11,3%
22,6%
18,9%
1,9%
9,4%
5,7%

It was noted that the presence of IS direction prevails in the
target sample:
IS Existence number frequency
Yes 42 81,4%
NO 9 17,6%
TOTAL 51 100%
In addition to that, the IS value is more oriented
management of regular business activities, a little less
oriented risk minimization, control of business rules and
less reducing investment costs. However, the global market,
facing competition requires IS other features, such as the
exchange of experience, cost optimization, as the
management of the business is the bare minimum that can
offer. So there is a potential need for improved IT functions
for a better strategic alignment tools or establishment to fill
IS maturity.
For more detail, we respectively studies the strengths and
weaknesses of an IS from its coverage of the company's
business processes and subsequently its ability to upload
information to make decisions.
Regarding the management of processes, most IS partially
manages business processes with a frequency of 45.1%,
non-answers with frequency of 17.6% can be interpreted by
the confidentiality of the answer for some enterprises or the
absence of IS to evaluate.
We cross then this variable of IS management with its
estimated strength for potential users:
Fig.1: IS Management / IS strength
This meets the maturity concerns expressed earlier. Indeed,
the graph above shows that for IS totally managing business
departments, the system lacks of fluidity and usability; it is
less simple, less practical and slower than a part-coverage
system.
We then test the relationship between the advanced
processing of business processes and the relevance of the IS
to the extent of allowing users to make decisions.
The empirical study returns the following results:
Fig.3: Advanced processing / IS relevance
It is important to note that the coverage of business
processes by the IS and its relevance for better decision
making are two highly correlated variables for interviewed
Moroccan enterprises.
Arguably more business processes are automated from end
to end, most we can traced back relevant information to
make decisions. To check this finding, let’s first assess the
strength of IS in relation to its relevance and its coverage of
business processes. We establish a multiple factor analysis
of these three variables, namely:
• the relevance of the IS
• Advanced treatment of business processes
• IS strengths,
The IS managing totally business processes from end to
end (dial C), is efficient and convenient, while an IS that
manages them partially is not. Especially the qualities of
efficiency, practice and speed are strongly correlated
regardless of the system in question (dial D). We also note
that the fact that IS can be traced back relevant information
is positively correlated with the total business process
management, and in most cases he lacks simplicity,
usability and a little speed (see Figure 4).
Fig.2: Perception IS relevance, Advanced process and IS
powers
Then we evaluate (Figure 5) symmetrically weaknesses of
IS in relation to its relevance and coverage of business
processes by a second multiple factor analysis of these three
variables, namely:
• the relevance of the IS
• Advanced treatment of business processes
• Weakness of IS
Non réponse
Oui, totalement
Oui, partiellement
On n'en a pas
NA
YES
Partially
A B
C D

Note that IS that manages business processes fully, and that
enable decisions’ making is rather complicated and slow.
Other problems arise namely, limiting and saturation which
are both related and inversely correlated with the
complexity and slowness.
Fig. 3: Perception IS relevance, advanced processes and IS
weakness
We deduce that IS covering all of the company's business
processes and making relevant decisions is necessarily
efficient and practical, yet lacks usability, speed and ease of
use.
One last point mentioned in this study, it is the total process
management with the activities supported by the IS and
possible weaknesses ( Figure 6): the graph below shows
that the management of business processes from end to end
is correlated with the management of business activities and
the realization of daily tasks, it is not correlated with the
accumulation of experience and risk minimization. Besides
this type of IS is rather complicated in this case and limited
in the case of a partial management. This one shows the
limitation of horizons of decision making through actual
Moroccan IS and the need for more detail and greater
performance for better results.
Fig.6: Perception of total process management activities
supported by the IS and IS weakness
V. IT GVERNANCE PROPSED MODEL
From the investigation, and to address the limitations of
existing SI proposes a governance model to:
• Evaluate all the company's business processes
• Understanding the constraints of all stakeholders
about the processes and objectives,
• Measure the performance of process execution
• Simplify the reading of the direct results and
deducted
• Run as soon as possible
• Adapt to business and environmental changes,
Such a model, will fill IS gaps in Morocco from a strategic
nature and will increase their profit.
The table below shows the projection of these features on
the potential actors and tools to deploy:
Model functions Actors Tools
Evaluate all the
company's business
processes
•Business
Process
Manager
• DSI
internal / external
audit
Team meeting
Formalization of
processes
Understanding the
constraints of all
stakeholders on the
processes and
objectives,
Head
office
business
manageme
nt
DSI
internal
control (if
available)
- Managers Meetings
-Management Of
daily incidents
-Meetings regular
trades teams to move
up the job
management
problems.
Measure the
performance of
process execution
Head
office
business
manageme
nt
DSI
- Dashboard Edition
-Comparison Results
with expectations
-Comparison With
competition.
Simplify the
reading of the
direct results and
deducted
DSI
-outils technologiques
-veille techniques
(rapidité, convivialité,
ease use and exchange
Support the
delivery process as
soon as possible
ISM
Head of
the office
Objectifs stratégiques
urgents
Adapt to business
and environmental
changes,
DSI
Head
office
external
actors
Outils techniques
Objectifs stratégiques
urgents
Such a model will fill gaps in Morocco SI strategic in
nature and increase their profit. It opens the door to other
specifications executive order detailing the other dependent
C D
BA

variables of human and material resources, industry or
internal organization.
VI. CONCLUSION
In this article, we propose an IT Governance Model for
Moroccan enterprises from an empirical study on
perception of IS efficiency for business decision making.
After an introduction about Moroccan ICT and its
evolution, we first briefly expose a state of art of
Information Systems in general, and their uses for business
decision making. We define IT Governance and present the
study. Then we conclude an IT Governance model
correcting eventual limitation.
To conclude, strategic alignment must be considered in the
establishment of an IS or its improvement, appearance
assured by the quality of information required of the IS and
its relevance for better decision making. It must also
visualize permanently the business processes and analyze
while checking a quality system criteria. (Practice,
efficiency, usability, simplicity, and speed).
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